[下载]Clayton_M._Christensen—-the innovator`s solution

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<div class="t_msgfont" id="postmessage_352538">克莱顿·克里斯坦森(Clayton M. Christensen):1995年度麦肯锡奖得主<br/>克莱顿·克里斯坦森，美国哈佛商学院著名教授，任职于哈佛商学院总经理及技术与运营管理部。他的研究和教学领域集中在新产品和技术开发管理以及如何为新技术开拓市场等方面。克里斯滕森出生于盐湖城，他于1975年在布里格姆·扬大学获得经济学学士学位，并获“最佳毕业生”称号；1977年在牛津大学获得经济学硕士学位，并获得“Rhodes学者”称号；1979年在哈佛商学院以优异成绩获得MBA学位，毕业后在波士顿咨询公司担任顾问和项目经理；1984年，他与几位麻省理工学院的教授共同创办了CPS，这是一家高科技制造公司，克里斯滕森任董事长兼总裁；1992年重返哈佛商学院获得DBA学位之后留校担任教职。他教过的课程包括科技与运营管理、工商管理学及运营策略，创新管理这门学科是他的首创。<br/>克里斯坦森教授曾经获得各种学术大奖，包括 <br/>美国管理科学研究院颁发的1992年度“最佳学术论文奖”， <br/>美国生产与运营管理学会颁发的1991年度技术管理最佳论文奖“威廉·阿伯内西奖”， <br/>1993年度最佳管理史学论文奖“纽科门特别奖”， <br/>以及《哈佛商业评论》颁发的1995年度最佳论文奖“麦肯锡奖” 等。 <br/>经典著作：《创新者的窘境》（The Innovator's Dilemma: When New Technologies Cause Great Firms to Fail，哈佛商学院出版社，1997年；江苏人民出版社，2001年） <br/>《创新者的解答》（The Innovator's Solution: Creating and Sustaining Successful Growth）</div><p> 328796.rar (1.43 MB, 需要: 2 个论坛币) 本附件包括：

• CHRISTENSEN - The Innovator's Solution - Creating and Sustaining Successful Growth.pdf

2009-5-23 23:27:00 上传

[下载]Clayton_M._Christensen—-the innovator`s solution
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关键词：Christensen innovator Solution solutio Clayton 哈佛商学院 solution 牛津大学 项目经理 理工学院

下载下来了，很不错的资料，楼主要是有更多关于Clayton M. Christensen的资料能否再分享下。谢谢。

太感谢了，正找这些资料呢，有没有中文的呢？？

very good book

A Template for Shaping Disruptive Ideas


New market disruptions follow a remarkably consistent pattern, regardless of the type of industry or the era in history when the disruption occurred. Here is a template managers can use to identify promising new customers and markets, and shape nascent ideas into disruptions that drive profitable growth:



Target nonconsumption. Look for a set of consumers who are trying to get a job done, but because they lack the money or skill, a simple, inexpensive solution has been beyond reach. Powerful competitors will typically ignore you, because you’re targeting customer they consider unattractive.
Example: When Sony introduced the world’s first battery-powered, pocket transistor radio in 1955, it targeted the product not to the buyers of tabletop radios (produced by giant electronics companies like RCA)—but to a huge segment of the music-loving marketplace who couldn’t afford to buy tabletops: teenagers.The beautiful thing about competing against non-consumption is that in order to delight your customers, your product needs only to be better than nothing.


Leverage the low performance hurdle. Since these new customers compare the disruptive product to having nothing at all, they are delighted to buy it even though it may not be as good as other products available.
Example: Compared with the vacuum tube tabletop radios, the sound from Sony’s transistor was tinny and static-laced. But teenagers didn’t mind. Infact, they were thrilled to buy it, because it was cheap, and because it enabled them to listen to their rock and roll music in a new venue: out of the earshot of their parents.


Make it “foolproof.” Deploy technology not to make the product more sophisticated, but rather to make it as “foolproof” as possible so that customers with less money and little training on the product can begin using it.
Example: The personal computer enabled everyday people who lacked degrees in engineering and computer science to begin computing for themselves. Whenever hardware and software have made sophisticated and difficult applications more foolproof, it has created new waves of growth.


Lock in and take over. As a new value network forms around the new consumer market, certain channel partners will come to depend on your product to fuel their own need for disruptive growth. In addition, consumers will begin to use the product in new venues. Over time, the disruptive product will improve in quality, attract more customers, and take over the leadership position in that category.
Example: Vacuum tube-based appliances were sold through appliance stores that made most of their profits replacing burned out vacuum tubes in the products they sold. Sony’s transistors had no vacuum tubes, so the company had to create a new channel through which to sell their product. These were chain stores like F.W. Woolworth and discount retailers like K-Mart, who were previously unable to sell radio and televisions because they couldn’t service them. The channel partnerships were win-win, because each was helping the other to succeed on their disruptive path. By the time RCA and other big competitors realized the threat, the shelf space at these new channel distributors was taken—and so was the market share.


(Source: The Innovator’s Solution, Harvard Business School Press, 2003)

a very good book.

购买，下载了，谢谢！

thanks a lot.

very go0000ddd

请问是扫描版的么？